Justice in teams : The activation and role of sensemaking in the emergence of justice climates

By Quinetta Roberson. 2006

146 citations recorded by the source corpus.

Subfields: Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/45e8477021c7e9f212eade02ece8f49c8e6fa007

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Citations in the corpus

Fairness at the Group Level: Justice Climate and Intraunit Justice Climate (2009, methodology): “As we saw earlier, justice climate emerges out of the interaction among unit members, leading to similarity in peers’ justice evaluations (Roberson, 2006a, 2006b).”
Peer Justice and Teamwork Process (2011, background): “Over time, this could cause greater correspondence among employees’ justice judgments (Roberson, 2006).”
How perceptions of fairness can change (2013, background): “, 1998), how the degree of collective sense-making can be tracked while individuals work together over time (Roberson, 2006), and how uncertainty can be manipulated (Tangirala & Alge, 2006; van den Bos, 2001).”
Abusive supervision climate: : A multiple-mediation model of its impact on group outcomes (2014, background): “However, both theoretical and empirical evidence from the work climate and deviance literatures (Duffy, Ganster, Shaw, Johnson, & Pagon, 2006; Roberson, 2006) suggest that abusive behavior can also occur at the group level.”
Organizational climate and culture. (2009, unknown): “…et al. 2002), when the unit’s communication network is more dense (Zohar & Tenne-Gazit 2008), when units are more interdependent and have higher group identiﬁcation (Roberson 2006), when units are more cohesive (Luria 2008), and when average unit tenure is higher (Beus et al. 2010a).”
Sensemaking in Organizations: Taking Stock and Moving Forward (2014, background): “semaking has been linked to a variety of other outcomes (Conway & Briner, 2002; Gioia & Thomas, 1996; Morgeson, 2005; Roberson, 2006), these three bodies of research are particularly intriguing because they show that sensemaking, which is often thought of as an ordering force, also facilitates proce”
A Multi-Level Analysis of Organizational Justice Climate, Structure, and Employee Mental Health† (2007, background): “Similarly, beyond the individual level, recent work by Roberson (2006) highlights the importance of social interaction to the creation of collective perceptions of justice.”
A Closer Look at Trust Between Managers and Subordinates: Understanding the Effects of Both Trusting and Being Trusted on Subordinate Outcomes (2009, background): “…subordinates may also interpret the same events differently, leading to diverse assessments of the fairness of exchanges and, consequently, of each other’s trustworthiness (Cole & Flint, 2005; Lind, Kray, & Thompson, 1998; Brower et al. / Trust Between Managers and Subordinates 331 Roberson, 2006).”
Motivating Organizations to Learn (2015, background): “One possibility to examine questions such as these would be to use experimental simulations where group member sensemaking after critical events is examined (e.g., Roberson, 2006).”